Quality Assurance and Enhancement
As reflected in its University Strategy 2011-2015, Charles Sturt University is committed to quality, success and continuous improvement in the Student Experience it provides, the Research it produces, and in the Course Profile it offers
Collaborative – we believe we are at our best when we work together with others to achieve mutual goals.
Student centred – we recognise that delivering an excellent student experience is central to our success. We listen to our students to understand their individual needs. We work to make a real difference in our students’ lives.
Agile – we recognise that our environment and the needs of our students, professions, communities and staff are constantly changing and we continually refine and adapt to these differing and changing needs.
Agents of change – we think differently and look beyond the obvious. We ask ‘why’ and ‘why not’. We constantly strive for new and better ways to achieve our goals. We make things happen.
Reliable – we are consistent, trustworthy and dependable. We set realistic aspirational goals and we strive to achieve them.
Inclusive – we recognise that we achieve better outcomes when we embrace and respect the different views, cultural backgrounds and abilities of all staff, students, graduates and external communities.
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Quality assurance and enhancement processes in Charles Sturt University utilise and complement existing management and governance structures and reporting lines. These processes require all staff to assume an appropriate level of responsibility (as made clear in the Generic Responsibilities of Staff) and to maintain appropriate standards of personal and professional conduct (as outlined in the CSU Code of Conduct for Staff).
The Planning Framework
The University Strategy, the University Plans, Enabling Plans and Other Strategies provide the framework for operational planning in each organisational unit in the University. The consequent Operational Plans and Risk Registers assist the University to maintain and improve its operations and introduce initiatives in a consistent and coordinated manner. It is expected that sections explicitly identify and manage the risks associated with the business they conduct, including those associated with maintaining an appropriate workforce.
The Planning, Budget and Review Cycle
The University conducts an annual Planning, Budget and Review Cycle which coordinates the development of planning documentation at relevant levels, monitors progress against plans, informs performance management, identifies future priorities and initiatives, and formulates the budget accordingly. Relevant activities are shown in the Planning Timeline.
The planning, budget and review process is supported by the various University committees, such as the Senior Executive Committee (SEC), Planning and Strategy Committee (PSC), other committees of the Vice-Chancellor and Academic Senate (and its sub committees). The Planning, Budget and Review Cycle is developed with regard to the schedule of meetings of the relevant committees, including those of University Council.
Performance Evaluation and Management
Responsibility and accountability for achieving planned outcomes is achieved through the Performance Management process, applied to individuals and covering all levels of the organisation, e.g. Faculty, Division, School, and Section. This process is conducted within the broader context of staff induction, support and ongoing development. Each staff member is expected to identify how their work contributes to their organisational unit and how the unit contributes to institutional performance. In addition they should have an appreciation of their expected level of performance and avenues for professional development.
The Vice‐Chancellor is accountable to University Council for institutional performance, as gauged by the Performance Indicators in the University Strategy.
The Charles Sturt University Planning and Review Cycle is depicted below.
